Professionals’ characters are made up of two components; the Technical Skills and the Human/Managerial Skills. These two categories of skills are competing against each other. If someone becomes more of a technical style professional, his managerial style will be affected, I would say, adversely. So, what do we think is the right composite of a successful project manager? Are employers recognizing this important composite character in any Project Manager they seek to employ? And how a technical person can be converted into a good Project Manager?
“A Technical Expert Wanted” is what some job postings should be titled nowadays rather than “A Project Manager Wanted” especially for employers who do not appreciate the 80/20 skill composite of a Project Manager. To me, it is disappointing to see a posting seeking a project manager while more than 90% of the job requirements are in technical specialties and only 10% are of human or managerial skills! If the first and foremost job requirement is someone who has 15+ years of experience in a technical specialty, then you need a technical expert or a SME who will be inundated with solving and dealing with technical issues during the project lifecycle. Well, then who is going to manage your project; manage your team, manage your stakeholders’ expectations, and balance your project’s competing demands of scope, time, cost, quality, HR, and risks? Who is going to keep integrity and harmony amongst team members to achieve project goals? Who is going to communicate and report on performance? The answer is “Mr. Project Manager” but not the one you are seeking in your posting. Both PM and SME would never exist in one person. So, if I were one of these employers, I would seek two posts; “A Technical Expert” and “A Project Manager”, but I would never jeopardize the success of my project by asking for a Project Manager to play both roles.
Best practices show that a successful project manager has to have his skills composed of at least 80% human and managerial skills and at most 20% technical skills. I believe that bringing a project to success is a collaborative effort in which all stakeholders are involved. If stakeholders do not find the Leader to inspire and integrate them to achieve the project’s vision, the project would fail. This challenge for a PM is not achieved by sitting for hours and hours in a closed room solving a technical problem in the project, it rather is achieved by living the project with team members. Hence, communications is the paramount skill a PM should possess.
Having said that, a technical person can be a good project manager by acquiring the right managerial skills required to lead his project team. On the other hand, he should be kept away from being involved in technical issues, and even not leaving a room for him to be attracted to technical issues. Some good employers assign each project manager up to 4 projects at a time rather than having him manage one project and doing other technical tasks. By this they help him build up his human and managerial skills that are precious to their projects success.